Workforce Planning: How to Get Started May 1, 2008 Marcia Isbell Principal Consultant EMA, Inc....
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Transcript of Workforce Planning: How to Get Started May 1, 2008 Marcia Isbell Principal Consultant EMA, Inc....
Workforce Planning: How to Get Started
May 1, 2008
Marcia IsbellPrincipal ConsultantEMA, [email protected]
This presentation
has 2 sections
1. A Model for Workforce Planning
2. Recruiting the Next Generation
A Model for Workforce Planning
Proactive Workforce Planning is…
…… a methodical process of analyzing your workforce, determining your future workforce needs, identifying the gaps to be addressed, and implementing SOLUTIONS to accomplish the mission, goals, and objectives of your organization.
Basic Steps
• Identify what you have (inventory)– Projected retirement data– Demographics and strategic Information– Existing training programs/opportunities
• Identify what you want (plan)– Leaders who understand and meet leadership competencies– Effective training which meets the organization’s needs
• Identify what you need to do (action)– Plan/phase-in a program which meets your needs– Establish measurable goals/monitoring program– Communicate the programs and goals
Base Your Plan on Data
What might the data tell you?• There is an immediate need for
trained field supervisors & superintendents• The organizations desired leadership
characteristics must be publicized and integrated in training programs
• The average age of your workforce is 52 and recruiting is not targeted at recent college graduates
Understand Organization’s Projected Retirements: 2008-2013
• Field Supervisors• Superintendents• Professionals• Managers• Engineers• Office Support• Blue Collar
• 65%• 60%• 38%• 25%• 23%• 22%• 15%
Prerequisites for Successful Workforce Planning are Essential
• Executive Leadership and Management Support• Understand Workforce Drivers
– Increasing Retirements– Tighter Labor Market– Expanded Skill/Talent Requirements
• Clear Strategic Direction with Well Defined Short and Long Term Goals
• Human Resource and Organizational Support
(Reference: “Workforce Planning Resource Guide”, IPMA 2002)
IPMA Generic Workforce Analysis Model Adapts To Your Utility’s Unique Needs
STEP 1Scan
STEP 2Supply and
Demand
STEP 3Gap
Analysis
STEP 4Action
Strategic plans
Internal factors
External factors
SWOT analysis
Workforce
Workload
Competencies
Compare current
to future needs
to identify the
gap/surplus
Recruitment/retention strategies
Implementation planLeadership Support
Change Management
CommunicationEvaluation
Modification
Feedback
Step 1: Scan – Utility’s Strategic Direction Sets “Goalposts” For Your Playing Field
• Strategic Plan – defines the business drivers for future workforce skills and the workforce changes that will impact your business
• Internal Factors – identifies your organizational capabilities and resources
• External Factors – identifies the external drivers and trends
• SWOT Analysis – analyzes your strengths, weaknesses, opportunities and threats
• Capability
• Resources
Analyze Internal Factors
Understand External Factors
• Trends
• Drivers
SWOT Analysis Aligns Organizational Strengths With Workforce Strategy Compare the external opportunities and threats
against your internal strengths and weaknesses
STRENGTHS OPPORTUNITIES
WEAKNESSES THREATS
Positives+
Negatives–
Internal Factors
ExternalFactors
Workload
Workforce
Analyze Future
Processes Competencies
Analyze Current Jobs
Analyze SkillsIDENTIFY
RESOURCES
Analyze Talents
Step 2: Supply And Demand – Analysis Approach Varies To Meet Needs
IDENTIFY WORK
A Mix of Approaches Can Be Used for Supply & Demand Analysis
• Workforce – analyze jobs that need to be done, identify types of positions needed to do the jobs, calculate the number of people needed to achieve organization strategies.
• Workload – identify the work processes, capture data (cycle time, volume, cost, performance measures), (consider reengineering!), forecast future workload.
• Competencies – focus is on “ideal” workforce, competencies derived from strategic planning, assess workforce to identify competency gap.
Step 3: Gap Analysis – Compare Current To Future Needs To Calculate Gap
Gap Analysis• New Regulations
• New Technology• New Facilities• Redesigned Practices
• New Hires• Transfers• Promotions• Recalls
• Retirements• Promotions• Demotions• Terminations• Disabilities• Lay-Offs
• Deficit Resources/Skills
• Surplus Resources/Skills
OutflowsInflows
Changing Work
FutureWorkforce
Needs
Gap Analysis Should Have These Generic Components
• Analyzing the current workforce• Identifying the workforce needed for the future• Comparing the present workforce to future
needs to identify gaps• Preparing plans to eliminate these gaps and
build the workforce needed in the future• Evaluating the processes and results to
ensure organizational objectives are met
Step 4: Action – Prioritize Your Plans Based On Analysis Results
• Strategic Planning• Additional Supply/Demand or Gap Analysis• Recruitment & Retention Strategies• Succession Planning• Training Programs• Redesign or Reorganization Opportunities• Diversity Initiatives• Leadership Development• Knowledge Management
WorkforcWorkforcee
andandWorkplacWorkplac
ee
WorkforcWorkforcee
andandWorkplacWorkplac
ee
FutureToday
CurrentReality
Business as Usual
Business as Usual
Visioning: What Will Be Your Future Workforce?
Future
What Does Your Desired Future Workforce and Workplace Look Like?
WorkforcWorkforcee
andandWorkplacWorkplac
ee
WorkforcWorkforcee
andandWorkplacWorkplac
ee
Today
CurrentReality
DesiredVision
Future Workforce and Workplace: What Might They Look Like?
• Workforce Composition?– Quantity, Skills Type/Mix – Talents, Knowledge, Experience – Flexible, Cross-Skilled, Tech-Savvy
• Workforce Diversity?– Gender, Ethnicity, Cultural Factors– Age, Longevity
• Workforce Environment?– Conditions, Flexibility– Culture, Feel– Learning, Growing, Mentoring
Workforce
andWorkplac
e
Workforce
andWorkplac
e
Today
CurrentReality
DesiredVision
Future
New Workforce Stra
tegy
New Workforce Stra
tegy
Business as Usual
Business as Usual
What Changes Are Needed To Achieve Your Desired Future Workforce?
Visioning Exercise:Answer Three Questions
1. Describe Your Workforce Current Reality2. Envision Your Desired Future Workforce
and Workplace3. What Changes (from Your Current
“Business as Usual”) are Needed to Get You There?
Recruiting the Next Generation
10 Most Difficult Jobs to Fill
1. Engineers2. Machinists/Machine
Operators (10)3. Skilled Trades4. Technicians (4)5. Sales
Representatives (1)
6. Accounting & Finance (8)
7. Mechanics (3)8. Laborers (9)9. IT Staff10. Production
Operators
IPMA Study 2007
Average Days to Hire = Up to 104!!
• HR asked to recruit• Vacancy announced• Application deadline• Testing evaluation begins• Testing evaluation complete• Hiring manager receives list• Time to being interviews• Hiring manager offers job• New hire reports to work
• 12• 8• 17• 12• 12• 11• 9• 8• 15
IPMA Study 2007
Recruiting Actions Reported by Public Agencies
• 2/3 of respondents are taking action to address workforce issues– 38% implementing training & development for
current workers– 24% implementing flexible schedules for
retirees to keep them working longer– 15% creating mentoring programs
• Only ½ take applications over Internet• 1 – 10 hours spent per recruitment• 83% do not calculate their cost per hire
IPMA Study 2007
Why is This a Problem for You?
Circumstances Have Changed:• Demographics and Workforce Projections • Aging Workforce• New Work and New Technology
New Circumstances Require New Responses And Strategies
Workforce Changes are Here!
• THE FUTURE– 27% NEXTERS, Echoes, Millenials 1980-2000– 16% GenXers, Generation X 1964-1980
• THE PRESENT– 29% Baby Boomers 1946-1964– 23% Veterans, Silents, Traditionalists 1922-
1946
What Do We Expect to Happen?
• 60% of Baby Boomers will retire by 2015• 61% of America’s youth between 18-24 will be
Hispanic by 2015• 21% of the U.S. population under age 25 in
2000 was foreign-born or first generation, up from only 7% in 1970
• The Asian population increased 48% from 1990 to 2000
Which Occupations Will be Most Impacted?
• Executive, Management, and Administration Jobs
• Professions with high educational requirements
• Jobs where downsizing or hiring freezes have skewed the age distribution
• Unionized jobs• Part-time jobs
Recruitment:What Do We Want?
• Sufficient Numbers of Qualified Employees to Meet Business Needs Today and Tomorrow
• Trained and Motivated Employees Available When Needed
Recruitment: What Do We Need To Know?
• Local Demographics• Target Audience(s) and Sites• Key Messages for Key Audiences (One
Size Does Not Fit All)• Required vs. Obtainable Skills
(for the positions being targeted)
Baby Boomers Workplace Values
• BABY BOOMERS: 29% of U.S. population– Qualified/experienced– Willing to work overtime– Willing to work until retirement– Loyal to employer– Identify self-esteem/personal
worth with job– Grateful for steady employment
Tools Used to Recruit Baby Boomers Reflected “Crowd Control” Techniques
• Multiple Hurdle Processes• Long, Formal, Inflexible Processes• “Paper” Intensive: Copies of Resumes,
Supplements, Licenses, Certifications, (No On-line Applications)
• Limited Feedback to Applicants• Complicated Civil Service Procedures
Today’s Target Audience: GenXers
• GENXERS: 16% of U.S. population– Lukewarm on overtime– Need job training/not necessarily qualified– Impatient/unwilling to wait for job perks– Expect portable benefits/customization– Seek personal satisfaction/independence– Do not identify their self-esteem with their jobs– Not likely to work until retirement at one
company
Updated Recruitment Tools Needed to Grab Attention of This New Market
• Online Job Applications and Quick Responses• Training and Independence Emphasis• Increased Communications/Outreach• Openness/Readiness for Change• Negotiation/Customization and Challenges
Learning: A Key to Keeping GenXers
the more GenXers learn;the more likely they stay.....
Recruitment: What Do We Need To Do?
• Identify New Target Pools• Try New Approaches to be More
Attractive• Look Outside of Your Industry: Be Bold! Take Risks!• Be Willing to Fail
Make Recruitment an Organization Priority
• Share The Vision!• Respond Faster/
Explain Better• Update All Written
Materials– Agency Mission– Agency Benefits– Job Announcements– Work Opportunities
• Improve Training and Availability
• Be Open and Ready for Change
Accentuate The Positive About Working at Your Organization
• Emphasize Assets: Location, Working Conditions, Salaries
• Identify Potential Benefits• Highlight Agency Mission: Environmental
and Public Health Stewardship• Identify Creative Work
What Workers Want!
Source: The New Employee/Employer Survey - Harris Interactive Poll of over 7,700 employees nationwide,originally sponsored by 30 major organizations.
10109Flexible WorkplaceJ.
997Work That is Worthwhile to SocietyI.
112Comprehensive Benefits PackageH.
554Work That's Personally StimulatingG.
8810Two Weeks Additional Paid VacationF.
245Work that is EnjoyableE.
421Comprehensive Retirement PackageD.
778Ten Percent More in Total CompensationC.
333Work that Enables Me to Learn and GrowB.
666Flexible Work ScheduleA.
To "Young" Workers(Age 18-34)
To "Mid-Career" Workers
(Age 35-54)
To "Mature" Workers(Age 55+)
What Matters (Rate 1-10; 1= Matters Most)
Get “Out Of The Box”!
• Look in New/Different Places for Talent• Highlight/Reward Creativity and Flexibility in the
Approach to the Job• Upgrade/Link Your Website to New Sites• If your old way is not meeting your
recruitment needs, take risks and “crank it up a notch”!
Are you listening to What Workers Want?
What’s In It For Your Agency?• Better managed organization
– Shared clarity on Strategic Plan priorities– Involvement of management in recruitment goals and
actions– Understanding of broad Human Resources
funding needs• More satisfied employees
– Challenges and opportunities– Communication and inclusion
• Enhanced reputation– More successful recruiting
Recruitment Exercise:What Do You Need to Do?
• Identify one NEW recruitment strategy that your organization could implement to significantly impact hiring results.
• List the action steps that are required to implement this recruitment strategy.
• Identify obstacles to the strategy and quick thoughts on actions to overcome obstacles.